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论文编号：	12926
作者编号：	2320170371
上传时间：	2021/12/14 12:02:32
中文题目：	亦栈民宿商业模式研究
英文题目：	Research on the Business Model of YiZhan Homestay inn Company
指导老师：	薛红志
中文关键字：	亦栈民宿,商业模式评估,商业模式优化,营销策略
英文关键字：	YiZhan Homestay inn Company,Business model evaluation,Business model optimization,Marketing strategy
中文摘要：	随着人民生活水平的逐渐提高，民宿行业悄然兴起，并呈现出爆发式的增长。但因民宿行业相关法律法规尚未健全，行业的定位、服务、特色、规模、赢利点等都尚未形成成熟体系，目前民宿行业还处于一个发展阶段。亦栈民宿是2019年3月由作者独资创立的专业民宿管理公司，公司目前根植于云南腾冲，主要业务是开展直营民宿业务，以及专业托管其他民宿团体。经过两年的发展，公司由原来的一家直营民宿发展到直营两家民宿和托管三家民宿，并于2020年2月开始筹备第三家直营民宿。然而新兴民宿行业自带的不稳定性以及公司自身商业模式的不完善，导致公司盈利利润较低，恰逢全球性旅游业灾难新冠疫情，公司业务量急剧降低，收入锐减，筹备中的第三家直营民宿也不得不半路停工至今。 本文从商业模式理论出发，运用体系化的分析方法对亦栈民宿内外部环境进行系统性分析，并在环境分析基础上对亦栈民宿现行商业模式做出剖析，并分析出亦栈民宿现行商业模式存在顾客细分不清晰、产品定位混乱、赢利模式单一、投资收益低下、渠道单一且营销力度乏弱等问题。文章最后通过相应理论或模型分析工具的佐证，阐述了商业模式优化方案的实施计划，通过优化产品及顾客细分、创新服务理念来优化顾客价值主张；通过单边赢利模式向双边赢利模式的转变、提升投资价值、发展规模经济来优化赢利模式；通过融合渠道资源、制定独特的营销策略、引进顾客关系管理系统来优化关键资源与关键流程的双向互动；加之辅助资源配置保障、技术支持保障、公司文化保障、团队人员保障来保证方案的有效落地并发挥作用。 在良莠不齐的民宿野蛮生长大环境下，如何优化亦栈民宿现行商业模式，使公司能够从一家新创企业成为一家成熟且长期发展的民宿管理企业，能够积极应对后疫情时代并脱颖而出是本文研究的目的。本文对亦栈民宿的商业模式研究以期能为民宿行业的理论研究贡献出微薄力量，同时为其他民宿企业带来一定的参考作用。
英文摘要：	Along with the gradual improvement of people's living standards, people begin to pursue spiritual enrichment, and tourism has become an excellent choice for many people to broaden their vision and relax both mentally and physically. In this environment, the B&B industry rose quietly. Along with the development of rural revitalization policies, B&B has shown explosive growth. However, since the relevant laws and regulations of the B&B industry have not yet been perfected, this industry's positioning, services, characteristics, scale, and profitability have not yet formed a mature system. The B&B industry is still in a stage of development. Yizhan Company is a professional B&B management company solely funded by the author in March 2019. The company is currently located in Tengchong, Yunnan. Its main business is to develop its own B&B business and professionally agent other B&B companies. At the same time, it trains professional B&B management talents. After two years of development, the company has grown from one directly-operated B&B to two directly-operated B&Bs and one agent B&B, as wells as the preparations for the third directly-operated B&B in February 2020. However, the inherent instability of the emerging B&B industry and the imperfections of the company’s own business model have led to lower profits for the company. Coincides with the epidemic, the company’s business, revenue, and cash flow have dropped sharply. In this difficult situation, the third direct-operated B&B in preparation has to suspend construction halfway, and there has been no breakthrough in talent output for the time being. This article will use a systematic analysis method to analyze the company's internal and external environments, starting with the business model theory. First, the article combines the company’s own status and competitors’ situation, combined with the business model canvas frame, and details and decomposes the elements in each key part of its business model. It uses PEST analysis to analyze the company’s mac.
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